The Psychology of Management Part 6

In spite of the fact that under unfunctionalized management the foreman has far more to do than he can expect to do well, the average foreman thinks that he belongs to a cla.s.s above his position. This is partly because the position is so unstandardized that it arouses a sense of unrest, and partly because he has to spend much of his time at low priced functions.

Under the feeling of enmity, or at least, of opposition, which often exists, openly or secretly, between the average Traditional Management and men, the foreman must ally himself with one side or the other. If he joins with the men, he must countenance the soldiering, which they find necessary in order to maintain their rates of wages. Thus the output of the shop will seldom increase and his chance for appreciation and promotion by the management will probably be slight and slow. His position as boss, combined with that of ally of the men, is awkward.

If he allies himself to the management, he must usually become a driver of the men, if he wishes to increase output. This condition will never be agreeable to him unless he has an oversupply of brute instincts.

THE WORKERS NOT BEST UTILIZED.--Under the best types of Traditional Management we do find more or less spasmodic attempts at the functionalization of the worker. When there was any particular kind of work to be done, the worker who seemed to the manager to be the best fitted, was set at that kind of work. For example--if there was a particularly heavy piece of work he might say--"Let A do it because he is strong." If there was a particularly fine piece of work to be done he might say--"Let B do it because he is specially skilled." If there was a piece of work to be done which required originality, he might say--"Let C do it for the reason that he is inventive and resourceful;" but, in most cases, when the particular job on hand was finished, the worker selected to do it returned to other cla.s.ses of work, and such special fitness or capability as he had, was seldom systematically utilized, or automatically a.s.signed to his special function, neither was such experience as he had gained systematically conserved. Moreover, no such study of the work to be done had been made as would prove that the a.s.signment of that particular worker to the work was right. The psychology of this was entirely wrong,--not only had no such study of the general and particular characteristics, traits, faculties, and talents of the man been made as would prove that he was the right man to be a.s.signed, but the mere fact that he possessed one quality necessary for the work, if he really did possess it, was no sign that the other qualities which he possessed might not make him the wrong man to be chosen. Even if the man did happen to be a.s.signed to work for which he was particularly suited, unless provision were made to keep him at such work only, to keep him well supplied with work, to allow time for rest, and to provide proper pay, he could not utilize his capabilities to the fullest extent.

TRANSITORY MANAGEMENT FUNCTIONALIZES.--Under Transitory Management, management becomes gradually more and more functionalized.

With separated outputs and separate records, the worker's capabilities become apparent, and he can be a.s.signed to the standardized positions which gradually evolve. Every recognition of individuality carries with it a corresponding functionalization of men and work.

FUNCTIONALIZATION A FUNDAMENTAL OF SCIENTIFIC MANAGEMENT.--With Scientific Management comes the realization that with close study and with functionalization only, can that provision and a.s.signment of the work which is best for both work and worker be obtained. The principle is applied to every part of management, and results in

1. separating the planning from the performing.

2. functionalizing foremen.

3. functionalizing workers.

4. a.s.signing competent workers to fitting work.

SEPARATING THE PLANNING FROM THE PERFORMING.--The emphasis on separating the planning from the performing in Scientific Management cannot be over-estimated. It is a part of Dr. Taylor's fourth principle of Scientific Management, "Almost equal division of the work and the responsibility between the management and the workmen."[10] The greatest outputs can be achieved to the greatest benefit to managers and men when the work is divided, the management undertaking that part of the work that it is best fitted to do, the workmen performing that part which they are best fitted to do.

THE WORK OF THE PLANNING DEPARTMENT.--It has been determined by actual experience that the line of division most agreeable to the managers and the workmen and most productive of cooperation by both, as well as most efficient in producing low costs, is that which separates the planning from the performing. Under Scientific Management the Planning Department relieves the man of determining--

1. what work is to be done.

2. sequence in which it is to be done.

3. method by which it shall be done.

4. where it shall be done.

5. which men shall do it.

6. time that it shall take.

7. exact quality of product.

8. quant.i.ty of additional pay that shall be given for doing it.

WORK OF THE WORKERS.--The men are simply given standard tasks to do, with teachers to help them, and a standard wage according to performance as a reward. There are but three things expected of them:--

1. cooperation with the management in obtaining the prescribed work, method and quality.

2. the exercise of their ingenuity in making improvements after they have learned the standard prescribed practice.

3. the fitting of themselves for higher pay and promotion.

FUNCTIONALIZED FOREMANs.h.i.+P.--The work that, under Scientific Management, is usually done by one man, the Foreman, is subdivided into eight or more functions. These functions are a.s.signed to the following functional foremen:[11]

Planning Department 1. Order of work and route man 2. Instruction card man 3. Cost and time clerk 4. Disciplinarian

Performing Department 5. Gang boss 6. Speed boss 7. Repair boss 8. Inspector

Each of the above functions may be in charge of a separate man, or one man may be in charge of several functions, or several men may do the work of one function; the work being divided between them in some cases by further functionalizing it,--and in others by separating it into similar parts. Which of these conditions is most effective depends on the size of the job, or the nature of the job to be done. The important question is, not the number of men doing the planning, but the fact that every foreman, so far as is possible, is a.s.signed to the special kind of work that he is best fitted to do with the greatest elimination of unnecessary waste.

CHANGES IN THE FUNCTIONS OF THE FOREMAN.--A Foreman, under Scientific Management, must have three qualifications. He must be

1. a specialist at the work that he is to do.

2. a good observer, able to note minute variations of method, work, and efficiency.

3. a good teacher.

A comparison of these qualifications with those of the foreman under Traditional Management, will show as important changes,--

1. the particular place in the field of knowledge in which the foreman must specialize.

2. the change in the type of criticism expected from the foreman.

3. the far greater emphasis placed on duties as a teacher.

IMPORTANCE OF THE TEACHING FEATURE IN FUNCTIONAL FOREMANs.h.i.+P.-- The teaching feature of management,--the most important feature of Scientific Management,--will be discussed in the Chapter on Teaching. Only so much is included here as shows its derivation from the principle of functionalization, and its underlying importance.

Functionalization means specialization. This results in cooperation between foremen, between foremen and workers, and between workers. By "co-operate" is here meant not only "to work together," but also "to work together to promote the object." This cooperation persists not only because it is demanded by the work, but also because it is insured by the inter-dependent bonuses.

Functionalization under Scientific Management separates planning from performing. This means that the specialists who plan must teach the specialist who performs, this being the way in which they co-operate to the greatest personal advantage to all.

BASIS OF DIVISION INTO FUNCTIONS.--Under Scientific Management divisions are made on the basis of underlying ideas. Functions are not cla.s.sified as they are embodied in particular men, but men are cla.s.sified as they embody particular functions. This allows of standardization, through which alone can progress and evolution come quickest. It is comparatively easy and simple to standardize a function. Being a "set duty," it can be fixed, studied and simplified. It is extremely difficult and complex to standardize an individual. This standardizing of the function, however, in no wise stunts individuality. On the contrary, it gives each individual a chance to utilize his particular faculty for obtaining the greatest efficiency, pleasure and profit. This is well ill.u.s.trated in the case of specialization in baseball, for excellence as a pitcher does not stunt the player as a catcher.

Functions may be subdivided as far as the nature of the work demands. Note here, again, that it is the relative complexity or simplicity of the nature of the work that is to be done that determines the degree of its functionalization, not the number of men employed at the work.

Note, also, that with every subdivision of functions comes greater opportunity for specialization, hence for individual development.

PLACE OF OPERATION OF THE FUNCTIONS.--Four functions of the eight find their place in the planning department. The other four are out on the work. That is to say,--the men who represent four functions work almost entirely in the planning room, while the men who represent the other four functions work mostly among the workers. This division is, however, largely a matter of convenience.

Three of the first four groups of men communicate with the workers mostly in writing and are seldom engaged as observers, except in obtaining data for the creation of standards, while the fourth is often in the planning room. The last four usually communicate with the men orally, and must observe and teach the worker constantly.

In the descriptions that follow, each function is represented as embodied in one man, this aiding simplicity and clearness in description.

THE ORDER OF WORK AND ROUTE CLERK.--The Order of Work and Route Clerk lays out the exact path of each piece of work, and determines the sequence of events of moving and a general outline of performance.[12] With the requirements of the work in mind, the most efficient day's work for each worker is determined. The paths and sequences of transportation are outlined by means of route charts and route sheets showing graphical and detailed directions, which are the means by which the foremen of the other functions are enabled to cooperate with other foremen and with the workers.

The work of this function requires a practical man, of the successful foreman type, experienced in the cla.s.s of work to be executed, who is also familiar with the theories of Scientific Management in general, and the work of the other foremen in particular, and who has the faculty of visualization and well developed constructive imagination. He must also have at his command in systematic form, and available for immediate use, records of previous experience.

THE INSTRUCTION CARD CLERK.--The Instruction Card Clerk prepares written directions for the workers as to what methods should be used in doing the work, the sequence of performance of the elements of the method, the speeds and action of the accompanying machinery, the time that each element should take for its performance, the time allowed for rest for overcoming fatigue caused by its performance, and the total elapsed time allowed for performing all of the work on the instruction card in order to obtain the unusually high additional wages as a reward for his skill and cooperation.

The work of this function requires the best available (but not necessarily the fastest), practical experienced man in the trade described, who also has had sufficient experience in motion study and time study to enable him to write down the best known method for doing the work described, and also prophesying the correct time that the work and rest from its resulting fatigue will take. He must supplement the instruction card with such sketches, drawings and photographs as will best a.s.sist the worker to visualize his work before and during its performance.

FUNCTION OF TIME AND COST CLERK.--The work done by the Time and Cost Clerk calls for accuracy and a love of statistical detail. It will help him if he knows the trades with which he is cooperating, but such knowledge is not absolutely essential. He will be promoted fastest who has a knowledge of the theory of management, coupled with the theory and practice of statistics and accountancy, for the true costs must include knowledge of costs of materials, and the distribution of the overhead burden of running expenses and selling.

FUNCTION OF THE DISCIPLINARIAN.--The function of the Disciplinarian must be discussed at length, both because of the psychological effect upon the men of the manner of the discipline and of the disciplinarian, and because of the fact that the disciplinarian is the functional foreman of the four in the planning department who comes in most personal contact with the workers, as well as all of the other foremen, and the Superintendent.

It is important to note, in the discussion that is to follow, not only how disciplining is transformed as management develops progressively, but also that the intimate acquaintance of discipliner with disciplined is not done away with, but rather supplemented by the standardizing which is the outcome of Scientific Management.

The defects of methods of disciplining under Traditional Management are remedied, but here, as always, Scientific Management retains and develops that which is good. This because the good in the older forms conformed, unconsciously, to the underlying laws.

DEFECTS OF DISCIPLINING UNDER TRADITIONAL MANAGEMENT.--Under Traditional Management, the disciplining is done by the foreman; that is, the punishment is meted out by the man who has charge of all activities of the men under him. This is actually, in practice and in theory, psychologically wrong. If there is one man who should be in a state of mind that would enable him to judge dispa.s.sionately, it is the disciplinarian. The man to be disciplined is usually guilty of one of six offenses:

1. an offense against an employe of a grade above him.

2. an offense against an employe of the same grade.

3. an offense against an employe of a grade below him.

4. falling short in the quality of his work.

5. falling short in the quant.i.ty of his work.

6. an offense against the system (disobeying orders), falling down on schedule, or intentionally not cooperating.